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Studies have examined substitutes (the situations) can be designed to have more impact than
leader behaviors on outcomes such as subordinate satisfaction. The impetus behind this research
New Leader Action Memo: As a leader, you can provide minimal task direction and personal
support to highly trained employees; followers’ professionalism and intrinsic satisfaction substitute
for both task- and people-oriented leadership.
The ability to use substitutes to fill leadership “gaps” is often advantageous to organizations.
Indeed, the fundamental assumption of substitutes-for-leadership researchers is that effective
Discussion Question #8: Consider the situational characteristics of group cohesiveness,
organizational formalization, and physical separation. How might each of these substitute for or
neutralize task-oriented or people-oriented leadership? Explain.
Notes_________________________________________________________________________
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Discussion Questions
1. Consider Fiedler’s theory as illustrated in Exhibit 3.4. How often do you think very
favorable, intermediate, or very unfavorable situations occur to leaders in real life?
Discuss.
Students’ answers may differ. Some of them may say that highly favorable and highly
unfavorable situations are more rare than intermediate situations. Highly unfavorable refers
to a situation that requires a turnaround, and most situations are not that critical. Highly
2. Do you think leadership style is fixed and unchangeable, or can leaders be flexible and
adaptable with respect to style? Why?
Students’ answers may differ. However, they could include the following points:
• Trait theories assume that leadership style is fixed—people with the correct traits
make good leaders.
• Fiedler assumes that the situation rather than the leader must be changed to suit the
leader’s style.
3. Consider the leadership position of the managing partner in a law firm. What task,
subordinate, and organizational factors might serve as substitutes for leadership in this
situation?
Students’ answers may differ. Some of them may say that variables such as formalization,
inflexibility, and physical separation would not be typical of a law firm. Task
characteristics will not be highly structured, but subordinates will get automatic feedback
4. Compare Fiedler’s contingency model with the path-goal theory. What are similarities and
differences? Which do you prefer?
Both Fiedler’s contingency model and path-goal theory consider the situation. However,
Fiedler assumes that task-oriented or relationship-oriented leaders should match the
favorability of the situations and the path-goal theory proposes that leaders change their
5. If you were a first-level supervisor of a team of telemarketers, how would you go about
assessing the readiness level of your subordinates? Do you think most leaders are able to
easily shift their leadership style to suit the readiness level of followers?
Students’ answers may differ. The readiness level of telemarketers depends on their degree
of education and skills, experience, self-confidence, and work attitudes. A supervisor could
assess these elements during the interview and hiring process. Students should base their
6. Think back to the teachers you have had, and identify one each who fits a supportive style,
directive style, participative style, and achievement-oriented style according to the path-
goal theory. Which style did you find most effective?
Students’ answers will differ. However, they should keep the following points in mind:
• Supportive teachers show concern for students’ well-being and personal needs.
7. Do you think leaders should decide on a participative style based on the most efficient way
to reach a decision? Should leaders sometimes let people participate for other reasons?
Students’ answers will differ. It depends on whether there is a need for a quick decision or
whether follower development is a priority. An autocratic style saves time without
8. Consider the situational characteristics of group cohesiveness, organizational
formalization, and physical separation. How might each of these substitute for or
neutralize task-oriented or people- oriented leadership? Explain.
Students’ answers may differ. If group cohesiveness meets employee social needs, people-
oriented leadership is not needed. Group members behave alike according to social and
Teaching Tools and Exercises
1. Leader’s Bookshelf: Shackleton’s Way: Leadership Lessons from the Great Antarctic
Explorer by Margot Morrell and Stephanie Capparell
When Sir Ernest Shackleton set out with a crew of 27 in 1914 with the goal of crossing the
continent of Antarctica on foot, his boat, the Endurance, never even touched land but
Lessons for Leading in Tough Times
Shackleton’s team eventually made it to a small island and waited while Shackleton and a
few members took a small boat 800 miles over treacherous seas to a whaling station, and
Adaptability Makes It Possible
Shackleton always looked ahead and kept his eye on the big picture, which enabled him to
quickly change course in the face of the unexpected. Communication, especially by
2. Invite a leader of a group in the community to speak to the class about leadership style.
Leaders might come from local organizations, student clubs, from the military, or from a
corporation.
3. Small Group Exercise: Leader Behaviors
In small groups, think of a group or team to which you currently belong or of which you
have been a member. What type of leadership style did the leader of this group appear to
exhibit?
Give some specific examples of the type of leadership behavior used. Evaluate the
4. Leadership at Work: Task versus Relationship Role Play
You are the new distribution manager for French Grains Bakery. Five drivers who deliver
French Grains baked goods to grocery stores in the metropolitan area report to you. The
drivers are expected to complete the delivery report to keep track of actual deliveries and
any changes that occur. The delivery report is a key element in inventory control and
How you will go about correcting this problem as a task-oriented leader. Will you meet
with drivers individually or in a group? When and where will you meet with them? Exactly
what will you say and how will you get them to listen?
Leadership Development: Cases for Analysis
I. Alvis Corporation
Synopsis
Kevin McCarthy is the manager of a production department in Alvis Corporation, a firm that
manufactures office equipment. After reading an article that stressed the benefit of participative
management, Kevin believes that these benefits could be realized in his department if the
workers participated in decision making. The first decision involved vacation schedules. On the
Case questions and answers
1. Analyze this situation using the Hersey-Blanchard model and the Vroom-Jago model. What
do these models suggest as the appropriate leadership or decision style? Explain.
According to Hersey-Blanchard, the performance of the employees determines the
2. Evaluate Kevin McCarthy’s leadership style before and during his experiment in
participative management.
In the past Kevin had a telling style, directing employees and making all decisions for
them. Then Kevin gave rewards based on productivity. During the experiment, he used a
3. If you were Kevin McCarthy, what would you do now? Why?
Students’ answers will vary. Some may say that Kevin should use a more directive style.
The workers are far more comfortable with a task-oriented leadership style. He could
II. An Impossible Dream?
Synopsis
Allen Block was responsible for the technical implementation of the new customer relationship
management (CRM) software being installed for western and eastern sales offices in Los
Angeles and Chicago. The software was badly needed to improve follow-up sales for his
company, Exert Systems. Exert sold exercise equipment to high schools and colleges, as well as
Case questions and answers
1. How would you characterize Block’s leadership approach (task versus people)? What
approach do you think is correct for this situation? Why?
Students’ answers may vary. Some may say that with respect to the given scenario, Block’s
leadership approach is high on task behavior and low on relationship behavior. In the given
situation a high relationship behavior might assist in correcting the situation. High
2. What would you do now if you were Block? How might you awaken more enthusiasm in
your team for completing this project on time? Specify the steps you would take.
Students’ answers may vary. Some may say that, Block should immediately call for a
meeting with the complete team and discuss the issues they are facing which is hampering
3. How would you suggest that Block modify his leadership style if he wants to succeed
Mansell in two years? Be specific.
Students’ answers may vary. Some may say that Block’s team members no longer abide by
norms based on group cohesiveness. The substitutes for leadership—both task-oriented
substitutes and people-oriented substitutes—are no longer in place. Block needs
Digital Homework Grid
Case Assessment Questions
Topic
Category
Paul heads the marketing
team of Jade Inc. The
organization is conducting a
marathon for the public to
spread awareness on cancer.
Harry is a proficient
employee in Paul’s team,
and he has been spending
most of his time organizing
the event. Harry has an
immediate deadline and
instead of completing his
task, he engages in getting
volunteers, making phone
calls, and using social
networking sites to promote
the event. According to the
situational theory of
leadership, Paul should
ideally apply a(n) _____ to
improve the situation in his
team.
a. fear-based leader style
Leadership Challenge #5
Lead
Mandy is the vice president
of Neon Corp. Her
subordinates do not take
initiative to perform tasks
readily. They are also not
responsible while executing
their tasks. They tend to take
their work lightly and
commit many errors.
Leadership Challenge #2
Perform
According to the situational
theory of leadership, which
of the following leader styles
should be applied by Mandy
to improve the circumstances
in her organization?
a. Entrusting leader style
Henry heads the operations
of Reed Inc. The
organizational culture is
flexible and easy going.
However, a few employees
are unclear about their tasks
and hence, they lose
confidence and work
ineffectively. They give up
on achieving their goals and
spend a lot of time on taking
breaks and complaining
about the ambiguity of their
jobs. Henry does not want to
use a task-oriented
leadership style to improve
the situation. According to
the substitutes-for-leadership
approach, Henry should use
_____ to substitute for task-
oriented leadership style.
a. inflexibility
Leadership Challenge #6
Lead
Homework Questions
Topic
Category
Which of the following statements is true of the contingency
approach to leadership?
a. This approach seeks to investigate traits that can improve
performance in all situations.
b. The needs and maturity of followers make a significant
Leadership
Challenge #1
Connect
According to the situational theory of leadership, which of
the following is an example of the entrusting style of
leadership?
a. As a leader, George provides guidance and personal support
to his subordinates and encourages them to participate in
decision making.
Leadership
Challenge #2
Perform
According to the situational theory of leadership, which of
the following examples illustrates a coaching leadership
style?
a. Kelly gives accurate guidelines and comprehensive goals to
her subordinates and focuses less on people and relationships.
Leadership
Challenge #2
Perform
Demi heads the finance team of Impact Inc. The trainees in
her team are moderately experienced, well-qualified, and
proficient. However, they do not display confidence in their
capabilities and need some motivation. In such a situation,
according to the situational theory of leadership, which of
the following leader styles should be used by Demi to guide
her trainees?
a. Entrusting leader style
Leadership
Challenge #2
Perform
The team members of the accounts department headed by
Leadership
Perform
Edgar are experienced, self-confident, enthusiastic, and
knowledgeable. They possess the willingness to take
responsibility for their decisions and the execution of their
tasks. According to the situational theory of leadership,
which of the following leader styles should be used by
Edgar to lead his team with high levels of readiness?
a. Entrusting leader style
Challenge #2
Which of the following statements is true of Hersey and
Blanchard’s contingency model of leadership?
a. The model focuses only on the characteristics of followers,
not those of the larger situation.
Leadership
Challenge #2
Connect
Listed below are a couple of scenarios related to different
leadership concepts. Drag and drop the options below into the
illustrated box categorizing them into scenarios or concepts.
Laurel heads the technical department of Harp Inc. He leads
his followers by giving high importance to relationship and
very little importance to task behavior. He inspires
employees to provide suggestions and take part in decision
making. He also provides personal guidance to his
subordinates/High position power/The electronics
department of Sherman Resorts Inc., led by Harold,
functions on the basis of precise and well-defined processes
with specific and clear-cut goals. Each employee has a
detailed set of duties to be executed. Moreover, they are
given specific timelines to achieve their goals/Relationship-
oriented leadership/Ted heads the marketing team of Jade
Corp. He regularly motivates his team members and stresses
team cohesiveness. His followers trust him and respect him
genuinely. They are confident of his decision making
skills/Supporting leader style/Ralph serves as the
administrative head of Quimby Corp. He has the formal
authority to allot tasks to his subordinates and prepare
Leadership
Challenge #2
Leadership
Challenge #3
Perform
SCENARIOS
CONCEPTS
In the context of Fiedler's contingency theory of leadership,
identify the correct statement regarding task-oriented
leaders.
a. A task-oriented leader is more effective in situations of
moderate favorability.
Leadership
Challenge #3
Connect
According to Fiedler’s contingency model of leadership, in
situations of intermediate favorability, a relationship-
oriented leader:
a. may not be popular.
Leadership
Challenge #3
Connect
Which of the following statements is a criticism of Fiedler’s
contingency model of leadership?
a. Researchers observe that a leader cannot identify whether
he or she has a relationship-or task-oriented style.
b. Using the least preferred coworker (LPC) score as a
Leadership
Challenge #3
Connect
According to the path-goal theory of leadership, a leader
increases follower motivation by:
a. diagnosing the readiness level of followers without
focusing on the larger situation.
Leadership
Challenge #4
Connect
Adam leads the advertising team of Rhombus Inc. He
interacts with his followers to understand their preferences of
rewards. He enquires if they prefer rewards from the job itself
or rewards like increments or promotions. He also increases
their personal payoffs for achieving goals. According to the
path-goal theory of leadership, this scenario indicates that
Adam is:
a. increasing rewards that his followers value or desire.
Leadership
Challenge #4
Perform
The table below illustrates a list of the various leadership
styles which are categorized into six basic approaches.
Match each scenario with its corresponding leadership style.
SCENARIOS
LEADERSHIP
BEHAVIORS
Mark is the
president of
D’Cruz Inc.
He is kind
and highly
concerned
about his
subordinates’
personal
needs. He
Achievement-
oriented
leadership
Leadership
Challenge #6
Perform
helps
employees
when they
are in need
William leads
his followers
by giving
clear
instructions
to his
subordinates.
Supportive
leadership
Jamie heads
the branding
Directive
leadership
team of
Matt is a
leader who
lays
emphasis on
tremendous
performance.
Participative
leadership
You are the managing director of an organization. You head a
team of supervisors who display different leadership styles.
You want them to increase follower motivation by either
clarifying the follower’s path to the rewards or increasing the
rewards that the follower values and desires. Here are the
details of the different leaders and followers in the
organization:
Elizabeth (supportive leadership style)/Jeffery (directive
You have to assign each follower to a leader based on their
situations. Drag and drop the situations of the followers to
the appropriate boxes containing leaders’ names.
Elizabeth
(supportive
leadership
style)
Jeffery
(directive
leadership
style)
Rita
(achievement-
oriented
leadership
style)
Graham
(participative
leadership
style)
Leadership
Challenge #6
Perform
Joel heads the advertising team of Synthesis Inc. Employees
are encouraged to interact with each other and achieve their
goals. They are asked to give their perspectives and involve
themselves in decision making. They feel they make a
difference to the organization with their inputs. According to
the substitutes-for-leadership concept, Joel:
a. should provide consideration and support.
Leadership
Challenge #6
Perform
According to the substitutes-for-leadership concept, which
of the following statements is true?
a. Formalized rules and procedures substitute for a people-
oriented leadership style.
Leadership
Challenge #6
Connect
Identify the correct statement regarding the substitutes-for-
leadership approach.
a. A substitute counteracts a leadership style and prevents the
leader from displaying certain behaviors, unlike a neutralizer.
Leadership
Challenge #6
Connect
According to the substitutes-for-leadership concept, which
of the following task characteristics substitutes for task-
oriented leadership?
a. Automatic feedback
Leadership
Challenge #6
Connect
According to the substitutes-for-leadership concept, which
of the following follower characteristics substitutes for
people-oriented leadership?
a. Professionalism
Leadership
Challenge #6
Connect
